Vision Magazine Spring 2014

SPRING 2014 THE VOICE OF CALIFORNIA COMMUNITY MANAGERS

Take Steps to

Elevate Your Profession

14

Representing Your Value

How to show you’re not an order taker

22

Earn the Right to Bid

Managers prefer track-records, not prizes

38

What Board Members Want

Real thoughts from real board members

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SPRING 2O14

F e at u r e s

8 Investing in Your Future

4

By Lori Storm, CCAM

14

Representing the Profession

22

How to Earn My Business

By Vicki MacHale, CCAM

32

Wear Your Pin(s) Proudly

By Dean Jackson, CCAM

38

What Board Members Want

By Margo Crummack, CCAM, PCAM

42

In Conversation With the CACM Board

46

The Streamlined Board Meeting

By Dean Jackson, CCAM

52

Real Relationships Grow Organically

By Matt Davenport

Vision Spring 2014 | www.cacm.org

54

D E PART M ENTS

A Community Manager’s Guide to Dress for Success

By Patty Garcia, CCAM

57

Speaking From Experience Interviews reveal common traits linked to industry success

By Sascha Macias

news bits

20

Congratulations Managers

26

New Affiliate Members

36

2014 Northern California Law Seminar & Expo

48

Thank You to Our Sponsors

50

Member News

51

New Manager & Management Firm Council Members

7 President’s Message

By Karen D. Conlon, CCAM

12

From the Roundtable

28

Spotlight on Education

30

In the Boardroom: Hiring a Certified Manager: What’s In It For Me?

34

A Message from the Board

By Susan Sharp, CCAM

Spring Calendar

59 Advertiser Index

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800-543-8670 SAN DIEGO | SAN FRANCISCO | HAWAII | VIRGINIA www.cacm.org | Vision Spring 2014

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Vision

WORLD CLASS Your WORLD is managing communities Time to move to the head of your CLASS

THE VOICE OF CALIFORNIA COMMUNITY MANAGERS

Spring 2014 • vol. 23, no. 1

Our cloud-based solution enables you to: Manage your communities from any device, anytime, anywhere

Effectively and easily manage all your tasks, emails, work orders, and inspections

Keep your board members informed with all answers at your fingertips

President & CEO | Karen D. Conlon, CCAM Vice President | Vicki Hite, CAE, CCAM Managing Editor | Brenda K. Teter Assistant Editor | Emily Ball Advertising | Tabitha Rommens

Familiar App Interface cIRAMOBILE cIRA Home

Editorial Advisory Committee

November 2013 Management Report

My Communities

My Properties

Tasks Summary

My Files

Report Description A Task is an association ation management business matter that requires action and is created by, and/or assigned to either a management company employee, such as the Community Association Manager, or Board Member. All open action items, other than repair repai and maintenance tasks, should be documented in the Tasks List to clearly track and manage open issues through to completion. Repair and maintenance tasks are typically managed using Work Orders although some Tasks may create the need for an underlying Work Order and can be linked to a Work Order. Board Members can create, update and monitor Tasks by accessing the Board Portal at www.ciranet.com . See additional information regarding Tasks at http://www.ciranet.com/SWP/Tasks_Summary_Report.pdf .

Calendar

My Work Inbox

Settings

Tasks Dashboard Condition

Metric 0

Open Tasks Past Due Tasks

Status

Comment / Recommended Action There are currently no open tasks assigned to the Community Association Manager or any of the Board Members. Please ensure all outstanding issues are documented on the task list.

0

Tasks Due Within the Next 30 Days

0

Tasks On Hold

0

Tasks Completed or Canceled Since 10/01/2013

4

There are currently no open tasks with a status of "On Hold."

Matt Davenport Monarch Environmental, Inc.

Vicki MacHale, CCAM ARK Management

Bobbie Gaffney, CCAM, PCAM The Gaffney Group, Inc.

Sascha Macias FirstService Residential California, LLC

Patty Garcia, CCAM, PCAM MCM, LLC

Clint McClure, CCAM McClure Management, Inc.

Tara Graviss, CCAM Walters Management, ACMF

Susan Sharp, CCAM J.D. Richardson Company

Dean Jackson, CCAM Pacific Park Plaza HOA

Lori Storm, CCAM FirstService Residential California, LLC

Inspection

Completed/Canceled Board Tasks from 10/01/2013 through 11/14/2013

Home

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Task ID

1

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37394

Item

Status

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Created By

Due Date

Ocean Colony Reserve Study Proposal FY 2014

Completed

dagmar.wachter

dagmar.wachter

10/31/2013

Financial account Balance Review

Completed

ahu6716

dagmar.wachter

11/14/2013

3

38800

4Q 2013 Ocean Colony Newsletter Conten Content

Completed Complete

dagmar.wachter

rachel.mills

10/07/2013

4

38844

2013 Engagement Letter

Completed

dagmar.wachter

laura.jones

10/07/2013

November 2013 Management Report

Interactive Graphic Map Display

Work Order

Page 14 of 60 Prepared on November 14, 2013

Community Stats at a Glance

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Vision Spring 2014 | www.cacm.org

Kay Ladner, CCAM Desert Horizons OA

Vision magazine is published by CACM four times annually to members, affiliates and supporters of the California Association of Community Managers.

Magazine content ©2014 CACM. All rights reserved. No part of this publication may be reproduced without written permission from CACM. Opinions expressed by authors do not necessarily reflect the policies of CACM. Mention of any product does not constitute an endorsement by CACM. CACM assumes no responsibility for return of photos or art and reserves the right to reject any editorial or advertising materials. CACM does not assume responsibility for the accuracy of articles, events or announcements listed.

Please address comments and suggestions to: California Association of Community Managers, Inc. 23461 South Pointe Drive, Ste. 200, Laguna Hills, CA 92653 949.916.2226 • Fax 949.916.5557 • bteter@cacm.org Attn: Brenda K. Teter About CACM Founded in 1991, the California Association of Community Managers, Inc.SM (CACM), is the only organization in California whose membership is comprised entirely of community association managers and association practitioners. CACM empowers a network of community management professionals working in large scale, portfolio, resort and high rise homeowners associations to share and apply California’s most effective community management practices. CACM is the leading resource for California-specific education, events, activities, products, services and networking opportunities to help managers and management companies achieve excellence in the industry.

Learn more at www.cacm.org, or email info@cacm.org.

Do we know where you are?

Attention CACM members: Have you changed jobs or moved to a new location? Go to www.cacm.org and update your profile so you don’t miss your next Vision magazine or any other important CACM communications.

Campaigning for Public Recognition

H

ave you accepted as fact that your HOA board members aren’t exactly sure what value you bring to the association? Have you succumbed to the idea that they may never recognize your professional worth?

We urge you to join CACM in challenging these views and boosting homeowner and industry-wide recognition of your true value.

Right now, CACM is putting the finishing touches on a consumer awareness campaign designed to communicate the value you and your profession provide to communities throughout our state. You serve a vital role here in California by preserving the neighborhoods and protecting the investments of more than 14 million homeowners.

Already, 77% of CACM’s members have taken their professionalism to a higher level by earning state-specific certification that meets the standards set forth

by California’s Business and Professions Code (11500-11506). These Certified Community Association Managers (CCAMs) are dedicated to staying current and competitive through continuing education year after year. These are accomplishments to be proud of and the public could benefit from knowing more about your commitment to this profession and the associations you serve.

CACM’s consumer awareness campaign will launch in March, starting in San Diego and Sacramento, and is focused on the following core goals: • Build the reputation of community management as a profession • Educate HOA boards about the benefit of working with community managers who have earned California-specific certification, as well as the value and service they provide • Establish an understanding of the CID’s role in the housing industry • Educate California communities about the benefits of the HOA lifestyle choice We will begin conveying this information to the public through a variety of tactics, including a consumer-oriented website; community focused advertising; and a coordinated news media outreach program. We will also supply you with updated tools that you can use to better communicate your value to your board.

The time and effort you have invested in your career and this industry is commendable. We recognize and appreciate your dedication, and now it’s time for more Californians to applaud your professionalism as well. We look forward to updating you on the progress of this exciting and essential campaign.

Karen D. Conlon, CCAM President & CEO

www.cacm.org | Vision Spring 2014

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By Lori Storm, CCAM

It is so easy to get caught up in our day-to-day craziness that we don’t take the time to step back and consider what we are doing in this industry. None of us went to college to earn a degree in Association Management. We have all arrived here by some roundabout method that may not have prepared us well for this vocation.

But for those of us who have chosen this career, there are things we all can be doing to improve our chances of keeping up with or advancing in this field.

Take a few moments right now to imagine where you want to find yourself over the next few years. Whether you aspire to something bigger or are very satisfied with what you are doing right now, you need to keep moving forward to avoid falling behind. Keeping your head down and working hard is only part of this equation. The other part involves an active plan to help out your future self. Here are some ways to get moving in the right direction.

Gain Experience All right, that seems pretty clear and obvious. But how exactly do you gain this experience?

Time: Nothing builds experience like actual experience! Pay attention to those things you are doing for the first time. Take notice of how you learn to keep yourself and your workspace organized. Be aware of those things that get smoother the more you are exposed to them, such as dealing with challenging people and looming deadlines. Be sure to capture the lessons from your new experiences.

Manage Different Types of Communities: When an opportunity comes your way to pick up a new client who is a challenge for you, leap at it. Never managed a community with a lake? How about an apartment conversion? You might also reach out to someone who has one of these properties, ask to go on a landscape walk or take her out for coffee and interview her for insight.

Work with Different Styles of Boards: This is nearly inevitable. Even if you never change your property or portfolio, boards will continue to change. Embrace each change as an opportunity to gain experience in board dynamics.

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Vision Spring 2014 | www.cacm.org

Taking CACM Courses:

Pursue Continuing Education

Taking continuing

Experience only gets you so far. There is a lot of information out there that will open your eyes to a deeper understanding of your career. CACM has a wealth of educational opportunities that

education courses is mandatory for keeping

should be embraced.

up your certification, but

For an advanced program that delves into major areas of

even familiar subjects – an

they offer new takes on instructor’s perspective, a peer’s

management, take a look at CACM’s Specialty Certificate

insight. Every course I have attended

Program. CACM offers three different in-depth areas of study: High Rise, Large Scale and Portfolio Management (learn more at www.cacm.org). Here are some other ways to make the most of your ongoing educational credits.

gave me some sort of takeaway that proved worth the entire time I was there.

Going to Seminars: Seminars are on the opposite end of the

Attending Regional Forums: These events explore valuable, timely topics that offer insight and innovation. First you get to step away from the barrage of work. Then you focus on an important issue, a chance to take in insight for a challenge you are facing or perhaps just a nugget of wisdom you can squirrel

spectrum from regional forums. You take an extended step away from the day-to-day operations and immerse yourself in industry information. These provide a resource for a broader range of information than a short class and offer a greater chance for networking.

away for future reference.

Network This is a business buzzword – one that can induce a “What exactly is this and how do I do it?” sort of feeling. Networking can occur nearly anytime you and someone else are in a conversation. Sometimes you don’t know where a conversation might be leading or possibly even who you

Take a few moments right now to imagine where you want to find yourself over the next few years.

are chatting with. But, think of this as a round of six degrees of separation, where anyone you are talking to is within six connections of the one person or idea that can make a significant impact on your future.

Converse with Industry Peers: This is delightful, insightful and occasionally frightful. You hear stories that curl your hair, that make you laugh, and that you can relate to. You also find out people's innovative solutions to problems, the industry experts who have helped them achieve what they need and the

technologies that made them better. (If you haven’t done so yet, check out CACM’s online Discussion Groups. You can exchange ideas from your desk by posting a question, offering insight or just contributing to the conversation on any number of subjects.)

Vendors: These folks have a very symbiotic relationship with you. You allow them access into the lucrative world of volume work and large account business. They, of course, can keep you apprised of cost-saving innovations, as well as providing outstanding contractors for your clients. They can also steer you toward new clients in need of great management.

Continued on page 10

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Investing in Your Future Continued from page 9

Chat with Others Outside the Industry: This is where your bowling

overflowing because of debris buildup or because the downspouts

league, orchid society friends and fellow water polo teammates come

are undersized? What do you need to know about underground,

in. You are not with these folks to network, but after the discussion

galvanized water pipes? What are the relative pros and cons of

of the best cures for swimmer’s ear, the tale of your teammate’s

microspray emitters versus soaker hoses? If you take the time to chat

experience with the Bureau of Land Management could be just the

with them, they will give you an education on a myriad of subjects.

sort of connection you were looking for.

HOA Specialists: These are the reserve study people, the collections folks, the CPAs and insurance brokers. Homeowners associations are

Work With Subject Matter Experts

their bread and butter, and these are your day-to-day resources for so many aspects of association management. They are often glad to

These are your go-to people in this industry – the ones you rely on

meet with boards to provide education. Keep your ears open and you

to keep your boards swimming in the right direction and away from

will be the recipient of an education as well.

the alligators. The more time you spend chatting with subject matter experts, the more you appreciate their generosity and willingness to

Designing your future in business includes embracing multiple

share their expertise.

approaches involving studying, expanding your base of experience, and time spent with others who have information to share. Taking

Attorneys: Association attorneys are wonderful resources for how

a more deliberate approach to investing in yourself ensures you will

to avoid legal pitfalls, including how courts have interpreted the law.

find a more direct line from where you are to where you want to be.

They can regale you with tales of associations where things have

Do a little planning and pay close attention to the opportunities that

gone terribly wrong (such as the story of the cat who turned on the

are available to you at any given time. It is likely to be one of the best

faucet in an upstairs unit and flooded the units below).

investments you can make.

Contractors: These subject matter experts can extend your

Lori R. Storm, CCAM, is a community manager with FirstService Residential California, LLC, in Gold River.

understanding of their field of expertise many times over. Are gutters

CACM Scholarships Available Don’t miss out on the education you need due to lack of funds! CACM scholarships are available for nearly all courses and events, and the funds may cover up to the full early registration fee rate.

All CACM manager members in good standing who are working toward achieving CCAM certification or recertification are eligible to apply. Here’s what you’ll need to do to be considered: Step 1: Complete the CACM Scholarship Application at www.cacm.org.

Step 2: Attach a CEO letter, along with goals and aspirations narrative, to the application.

Step 3: Obtain your supervisor’s signature (on application).

Step 4: Submit completed and signed application and accompanying materials to CACM before the early registration deadline for events and at least three weeks prior to course offerings.

Learn more about scholarship eligibility, application and awards at www.cacm.org or email education@cacm.org.

10

Vision Spring 2014 | www.cacm.org

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11

A

s an individual community manager, you’ve likely figured out by now that this industry requires you to continually adapt, whether it be to changing laws or fickle board members. One of the best ways to ensure you are ready for whatever comes your way is to pursue continuing education and collaborate with your peers. Similar to your efforts to stay current and competitive in this career, CACM is also continually evolving to remain your number one resource for professional development.

So, how exactly does CACM, an organization created by managers, for managers, keep a competitive edge that ultimately benefits you as a member? Many areas are important, but let’s focus on three of them: integrating vision, creating a results driven culture, and providing necessary tools to succeed.

In the previous edition of Vision magazine (the Emerging Trends issue), I mentioned the CACM Board would be meeting in October 2013 to discuss strategic “visioning” for CACM. We

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Vision Spring 2014 | www.cacm.org

had some great group discussions about the vision for the community management industry, how CACM must continue to provide necessary tools for your success (e.g., certification and education), and the role of the CACM Board in creating strategic leadership and effective governance to ensure the necessary results.

One key area we as a Board will be focusing on is seeking and recruiting you, our manager members, to consider serving on the CACM Board of Directors. We are committed to cultivating new and emerging leaders (our succession planning) who will contribute to developing important governing policies, bring diverse perspectives to the table and be dedicated to what CACM does best – empowering managers, enriching communities. You’ll be hearing more about this very soon.

As we march toward our 24th year of operation, efforts to keep CACM fresh and relevant to our members was another important discussion at the October meeting. How we differentiate ourselves, our education, our competency training of community managers, as well as how we can increase the awareness and demand for certified managers and accredited firms, will continue to be of strategic importance on the Board’s agenda.

In striving for excellence and good governance, CACM will continue to keep its focus on creating learning opportunities and competency tools that we as an industry will need to sustain us in an ever-changing environment.

Our governing Global Ends statement says it best: “CACM Exists so that Members Enjoy an Environment Necessary for Professional Success.”

On behalf of the CACM Board, Melinda Young, CCAM, PCAM Board Chair

www.cacm.org | Vision Spring 2014

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THe Profession

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Vision Spring 2014 | www.cacm.org

“I am not an order taker.”

Six short words filled with so much meaning. Though we don’t vocalize them we’re often thinking them. How can this be (almost) a universal experience among community managers when we work in a profession that offers a six figure per year earning potential! What’s wrong with this picture?

Now take a long, deep, cleansing breath and say this slowly and meaningfully, “The buck stops with me. This is not about my board’s preconceptions of me or my role.” This can be tough to swallow, but if you believe it, you can go about setting things right.

Continued on page 16

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Representing the Profession Continued from page 15

Be Credible What does it mean to be credible?

According to Merriam-Webster’s Dictionary, it means “offering reasonable grounds for being believed.” Your writing and speaking skills convey your level of education and intelligence, which establish your grounds for being believed – plain and simple. A college degree won’t take you very far if you speak unpersuasively and cannot construct a clear and concise email.

Take it a step further and consider what your competency level is in asserting your professional authority when trying to convince your board to do the right thing and they push back, or varying your verbal tactics to be equally persuasive with different personality types. For anyone whose source of income depends on influencing other human beings, communicating effectively is job one. Luckily, these skills can be learned and honed either by modeling yourself after effective communicators or taking courses.

Another form of communication – how you appear to others – also affects your “reasonable grounds for being believed.” This is similar to the house for sale that’s been sitting on the market over a year because the green carpeting, lavender wallpaper and black appliances (though perfectly suited to the taste of the seller) don’t appeal to the majority of prospective buyers. Professional appearance trumps personal taste if you’re in the business of influencing human beings. Just as a home with mass appeal attracts more buyers, tailoring your appearance for mass appeal

dress. What would you wear to a breakfast at the White House?

That’s “A” game business attire. What would you wear to the First Lady’s charity event garden party? That’s “A” game business casual attire. What would you wear to a picnic on the White House lawn? That’s “A” game sporty casual attire. What would you wear to Camp David? That’s “A” game casual attire. (Nowhere in any of these situations do cleavage, sweatshirts or mini skirts apply.) The first step in building credibility – looking and communicating like a pro – cannot be underestimated. Knock this one out of the park and you can run for office. (Read more about how to dress for success on page 54.)

To learn more about the psychology of interpersonal communications and establishing credibility in your interactions with others, attend CACM’s course for community managers, CMM200 Enhance Your Professional Presence, which focuses on professional business writing, polished presentations, the art of influencing and professional image.

Be a Peace Keeper

You communicate with homeowners, board members, service providers, and countless others as part of your professional responsibilities – and sometimes those communications can be challenging to say the least. No pressure, but how you respond to today’s irate homeowner might just tip the scales and prevent him from becoming tomorrow’s litigious plaintiff. Whether or not you step in to facilitate board members who cannot get along during a board meeting can mean the difference between getting home on time and everyone suffering through a late night of unproductive torment.

You communicate with homeowners, board members, service providers, and Conflicts that are ignored or dealt with ineffectively can result in lasting damage to countless others as part of your professional responsibilities – and sometimes relationships and, ultimately, a more difficult those communications can be challenging to say the least. job for you. Skillful conflict management requires you to use the approach that makes triggers “reasonable grounds for being believed.” It shows that the most sense based on the subject of the conflict and your you are aware of perceptions outside your own and deem your relationship with the other person or people involved. working relationships important enough to bring your “A” game.

For instance, how important is the subject of the conflict? Is The key is to understand that appropriate work attire is part there any flexibility? Is this a unique conflict, or a common one? of your job. Self-expression or apathy in your attire is a personal How quickly does it need to be resolved? How much authority choice for your personal time. Dressing professionally means do you have in the matter? In terms of your relationship to the dressing appropriately for the situation and allowing others to other people involved, do you work for them? Do they work for focus on you, not what you’re wearing. Think for a moment about you? How strong is your relationship now? How important is it what it means to put your best foot forward in your manner of to maintain or even strengthen your relationship? Being able to

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Vision Spring 2014 | www.cacm.org

quickly run through this checklist helps you determine the best approach to dealing with any conflict-ridden situation.

To get “cheat sheets” for each conflict resolution approach, outlining when each approach should be used and the skills needed to use each approach well, attend CACM’s course, CMM220 Conflict Resolution for Community Managers, which focuses on techniques for diffusing conflict in everyday HOA situations, managing unreasonable expectations and group dynamics.

Be a Financial Guide Here is where the cream rises to the top. A manager of a corporation (or a portfolio of corporations) responsible for hundreds of thousands to millions of dollars’ worth of property who cannot confidently respond to questions about the financials, find supporting information in the statements when queried at a board meeting or provide guidance for improving the association’s financial outlook paves her own way to being seen as an order taker.

You do not need to have an accounting background to be a competent financial guide to your boards. In fact, as the manager of the association, you are the best person to fulfill this role.

Think about it this way: Who’s watching the store? The board treasurer? More often than not you’ll find yourself in the position of needing to train the treasurer to read the association financials and understand the importance of budgeting appropriately for preventative maintenance. Or, is it the accountant? The accountant’s role is to conduct reviews, prepare statements or maintain the financial records. How about the reserve analyst? The reserve analyst is an ally in promoting proactive maintenance and guidance on reserve funding, but doesn’t see the operating budget.

Though they are “experts” in their roles, they each see only their pieces. None of them have what you have – the big picture.

As the community manager, you are at every board meeting, privy to every decision and group thought process, knowledgeable about industry products, service providers, industry trends, and responsible for the coordination of the operating and reserve funds. You are there every step of the way with access and influence at every stage.

So, looking back through the last year, can you see any missed opportunities for bringing greater value to your association(s) in your role? If so, you can increase your financial savvy this year by attending CACM’s courses, FIN220 Explaining Financial Statements, which provides hands-on learning about association

financial records and prepares managers to interact with and explain those records to their boards; or FIN320 Strategic Financial Planning, which teaches managers how to lead their boards through a calendared process of analysis and decision points that can steer the association toward greater financial solvency.

Be a Leader What does it mean to be a leader?

Leadership must be exhibited before you can be seen as a leader. You do not require a title that gives you “permission” to lead. A leadership job title is the reward for being viewed as a leader – someone who can see the big picture, communicate its vision and organize the pieces that make it come together. Granted, this is no small task.

Yes, you already have your hands full dealing with the daily minutia. But it’s not until you provide a strategy that your boards can follow to achieve their vision for the association, that you will be seen as a leader. How do you do this? Firstly, it requires a new mindset on your part – shifting how you see your role and what you bring to the table. You can take the meeting minutes and compile the board packets and still be seen as a leader if you have a strategic leadership mindset versus an administration mindset.

The difference is long-term thinking vs. task-oriented thinking.

You can learn more about making this shift at CACM’s courses, BDA300 Fundamentals of Effective Governance, which focuses on creating your strategic leadership mindset and learning the principles that allow boards to govern versus manage; or BDA500 Effective Governance Principles, for experienced managers who are ready to define goals, policies and standards of accountability with their boards.

CACM offers more than 25 courses geared to every stage of development in your professional community management career. Courses are available in:

• Community Management • Insurance • Leadership

• Board Administration • Specialization • Finance Learn more at www.cacm.org.

www.cacm.org | Vision Spring 2014

17

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Keynote Speaker: Dr. Pete Johnson Founder, Strategic Performance Institute Join executives from around the state as you gain new tactics and innovative strategies to turn your company’s vision into bottom-line results.

Dr. Pete Johnson will share his unique approach to strategic planning based on the brilliant strategic philosophy of Sun Tzu – the most noted (and quoted) strategist of all time.

Learn more or register now at www.cacm.org. www.cacm.org | Vision Spring 2014

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achieving professional excellence

Congratulations Managers

It is with pride that we recognize managers who have taken the next step in their professional career by pursuing advanced educational opportunities. Congratulations to our newest Certified Community Association Manager (CCAM) and Specialty Certificate recipients for the fourth quarter of 2013.

New CCAMs

Specialty Certificates High Rise Community Management

James Antoyan, CCAM

Robert McNeil, CCAM

Jennifer Birdsell, CCAM

Veronica Mekonnen, CCAM

Shelley Bobitch, CCAM

Katherine Mills, CCAM

Mark Christopherson, CCAM

Melissa Mills, CCAM

Geraldine Cruz, CCAM

Ernesto Moreno, CCAM

Randy Davidoff, CCAM

Tom Muniz, CCAM

Victoria Eccleston, CCAM

Kanwal Nadir, CCAM

Kelle Ellerbroek, CCAM

Meredith Nguyen, CCAM

Robin Finkelstein, CCAM

Michelle Ourthiague, CCAM

Tony Friday, CCAM

Sandy Oxley, CCAM

Portfolio Management

Rosalba Gonzalez, CCAM

Melissa Pease, CCAM

Chad Cooper, CCAM

Glenn Grabiec, CCAM

Mary Plescia, CCAM

Gina Poli, CCAM

Michele Hamblin, CCAM

Kelly Rackers, CCAM

Roberta Happ, CCAM

Betsy Russell, CCAM

Michael Harrington, CCAM

Zach Sanfield, CCAM

Lorin Ifkovic, CCAM

Garret Satfield, CCAM

Schnee Johnson, CCAM

Laura Sayre, CCAM

Patrick Kennedy, CCAM

Donna Scully, CCAM

CACM Certification Programs

Stevie Koller, CCAM

Kelli Sievert, CCAM

Joshua Kroeker, CCAM

Erika Taylor, CCAM

Sharon Levine, CCAM

Stephanie Taylor, CCAM

Want to enhance your career and display a competitive edge? CACM offers three credentialing programs for community managers:

Rachel Lucas, CCAM

Linsey Tompkins, CCAM

Vanessa Machen, CCAM

Angie Vinyard, CCAM

Karen Manahan-Gauvin, CCAM Gloria Vizzini, CCAM Claudia Marozzi, CCAM

Matthew Wagner, CCAM

Mathew Maughan, CCAM

John Witham, CCAM

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Vision Spring 2014 | www.cacm.org

Matthew Davidson, CCAM Cathleen Guerrini, CCAM Alexandria Pollock, CCAM

Large Scale Community Management John Bowman, CCAM Chad Cooper, CCAM Jeff Deibler, CCAM David Scott, CCAM Rebecca Soto, CCAM Samuel Wu, CCAM

Shannan Ogilvie, CCAM Jennifer Salazar, CCAM Samuel Wu, CCAM

• Certified Community Association Manager (CCAM) certification • Specialty Certificate Programs • Master of Community Association Management (MCAM) certification Learn more about these programs at www.cacm.org.

Trust Relationships Results

Angius & Terry LLP has long prided itself on providing superior legal representation to community associations while fostering long-lasting relationships with our clients for over 30 years.

In today’s ever-changing real estate and financial markets, community associations can continue to trust Angius & Terry LLP to rise to these new challenges to help them achieve favorable results.

Your problems are our problems.

Your success is our pride.

Angius & Terry LLP: your association’s constant in a changing world.

800.680.4001 www.angius-terry.com Walnut Creek • Roseville • Manteca Newport Beach • Las Vegas • Reno

www.cacm.org | Vision Spring 2014

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There are undoubtedly many community managers who wish they had enough business to go around to all the wonderful affiliate companies out there. The truth is, we really like you, and want to give you an opportunity to bid projects.

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T

By Vicki MacHale, CCAM

he reality is, there often is just not enough business to go around, and bringing an unproven or unknown service provider to one of our association clients is frightening. Regardless of the bid process, the board interviewing your company and the excellent references you provide, if things do not go well, we will bear a major part of the upset, as we are often judged on the performance of the vendors the board ultimately chooses.

Most managers worth their salt have 16 hours worth of work to jam into their 10-hour day. We don’t have time to go to lunch or take a “just touching base” phone call. Just getting through the 25 or so calls a day from our board members and homeowners takes a major portion of our day. While there is certainly nothing wrong with going to lunch once in a while, there is a fine line between networking and “working it.”

For a single or select few, spa days, extravagant dinners or wine tastings are just bad “juju,” especially if they are during the business day. While there are some managers who will take advantage of the freebies being offered, I doubt most of them are in the business long term (especially when their boss finds out). In most cases, extravagant offers tend to make serious (a.k.a., professional) managers uncomfortable. For every hour a manager spends away from his or her desk, it takes two hours to catch up with the work that was missed. Also, either the real or perceived feeling of being indebted is often uncomfortable.

Show Us Track-Records, Not Prizes

Being entered into a drawing for an iPad or other generous gift for each proposal a manager seeks per month seems to be the latest ploy. This is creepy, and not permitted within my company (and hopefully, not at most reputable companies).

If I were to learn that one of my employees sought out a bid from an unproven service provider solely for the opportunity to win a prize, I doubt that manager would be employed with my company very long. If the manager in question typically seeks out your company for a bid, they are doing it because you have a proven performance record, and there is simply no need for the enticement.

Continued on page 24

www.cacm.org | Vision Spring 2014

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Earn a Bid the Right Way

How to Earn My Business Continued from page 23

You probably have no idea how many offers a company receives for a lunch and learn each month. At one point in time, I actually had an employee who was dedicated to responding to all of the offers. In reality, if a vendor is truly interested in providing an educational opportunity, it will be something that the entire company can benefit from. Don’t just send me an email offer for a lunch and learn – it will most likely be deleted. If you do send me an offer, attach a curriculum outline that showcases something new, exciting or misunderstood within the industry. Show me that organizing the event and rounding up the troops will be beneficial to the company through practical application. When you arrive, stick to the outline. If you spend 10 minutes on your topic and 40 minutes extolling the virtues of your company, you most likely will not be invited back.

Lastly, and perhaps the most unwelcomed marketing ploy, is the offer of money, trips or other such gifts. While I have personally never had this happen, I’ve heard stories. Add to this a management company who provides “preferred vendor status” to companies who pay them for the opportunity, a program that is based on agreed “fringe benefits” to their shared clients. If it is learned that you have reached preferred vendor status through this method, you will most likely be off the bid list of most truly reputable firms. This type of business practice cheapens your company and our industry as a whole.

OK, so now that I have pretty much crushed some of the most frequently used methods of marketing, how does your excellent company make the necessary contacts to be offered an opportunity to bid?

• Continued excellent service and support: The best thing you can do to earn trust and gain business! We are a pretty small industry and managers move from firm to firm and will be sure to mention you to other managers looking for your service.

• Send a periodic newsletter with your most recent victories.

Did you save a client money? Did you think of an out-ofthe-box solution? How about some handy tips to make community managers look better?

• Don’t whine! Most managers will give you the “411” on an account before you bid. Listen to them; they are not just talking to hear themselves speak. If you don’t want to work for overly demanding or hard to please clients, or if you do not have the infrastructure to support these types of clients, don’t bid the job. If you can make a demanding client sing your praises, you are certain to be invited to bid less caustic projects in the future.

• On the opposite spectrum, if you have done everything within your power to please a client without success, don’t be afraid to terminate the contract. The client a service provider

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Vision Spring 2014 | www.cacm.org

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•

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•

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•

refuses to do business with defines them just as much as an impressive portfolio of accounts. Of course, don’t leave the community manager in a lurch; be professional and give the necessary notice.

Attend industry functions and introduce yourself to people.

Don’t just “hang” with the people you already know. Don’t expect to attend one CACM function and walk away with a plethora of business. It is a process, and you will need to build relationships before you build business.

Emails are easier to respond to than phone calls. Send an email along with a calendar invite. Most managers, if they have the opportunity to meet with you, will appreciate being able to just click on the invite and accept. (Hint, if you can get it in our calendar, then we will most likely show up.) Send a reminder the day prior.

Rather than just invite a single manager to lunch, why not invite several? Have other respected managers there who are familiar with your work (they don’t have to be from the same firm). Nothing makes me happier than to recommend a vendor who has done an excellent job for our shared clients.

If you are going to send treats, send them for the entire company, along with some brochures or a copy of your latest newsletter of achievements.

DO NOT EVER throw a manager under the bus to a client.

If you break trust, it will get around. The manager/vendor

We’re a Team of Responsive and Experienced HOA Banking Professionals.

relationship should be based on mutual respect. To this end, do not be a doormat either; if you are working with a manager who is not pulling his or her weight, then you should talk to that person honestly. If the manager is not willing to work with you to the betterment of the shared client, then contact his or her supervisor. I realize this might be uncomfortable; however, as an executive, it is helpful to our entire company to learn sooner rather than later that we need to address an issue of performance.

At the end of the day, we are a group of very busy people working in a high-stress industry. It’s tough out there; however the relationships we build should be based upon mutual respect, and a reward for a job well done!

(And, don’t just take my word for it – Get the service provider perspective on building quality relationships in “Real Relationships Grow Organically” on page 52.)

Vicki MacHale, CCAM, is the Executive Director/Principal of ARK Management, a subsidiary of Stos Robinson Companies, in Cardiff by the Sea.

Teresa Powell Executive Vice President teresa.powell@focusbusinessbank.com 408.200.8712.

Kimberly Payne Senior Vice President, Manager kimberly.payne@focusbusinessbank.com 408.200.8730

Geri Kennedy

Service • Payment Solutions • People Revenue Generation • Local Remittance

Vice President, Relationship Manager geri.kennedy@focusbusinessbank.com 408.200.8721

focusbusinessbank.com 10 Almaden Blvd, Suite 150, San Jose, CA 95113 408.288.5900 Equal Housing Lender | Member FDIC

www.cacm.org | Vision Spring 2014

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serving your communities

New Affiliate Members

CACM members further their success in the industry and benefit by partnering with colleagues to share new ideas and best practices. Please join us in welcoming these new members from the fourth quarter of 2013!

ABC Builds, Inc. Ventura | (805) 276-2769 www.abc-builds.com

DLC Construction Management Benicia | (650) 537-7300 www.dlccm.com

Association Capital Bank Lebanon | (860) 942-7902 www.associationcapitalbank.com

Jimni Systems, Inc. Irvine | (949) 770-7654 www.jimnisystems.net

Brian Berce Insurance Agency, Inc. Agoura Hills | (818) 597-1800 www.farmersagent.com/bberce

LetterStream, Inc. Scottsdale | (480) 473-3282 www.letterstream.com

SRI Environmental, Inc. Castro Valley | (925) 808-8238 www.srienvironmental.com

Century Paving, Inc. La Mirada | (714) 522-2910 www.paveit.com

Marco Polo Pool & Spa, Inc. Huntington Beach | (714) 379-8844

Trex Company, Inc. Monterey | (209) 639-9736 www.trex.com

CiraConnect Carrollton | (972) 380-3538 www.ciraconnect.com Diversified Threat Management Seal Beach | (562) 505-0848 www.dtmsecurity.com

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Vision Spring 2014 | www.cacm.org

Red Pointe Roofing Orange | (714) 685-0010 www.redpointeroofing.com Self Reserve Study, LLC San Rafael | (626) 524-9700 www.selfreservestudy.com

Skuba Construction Services, Inc. Concord | (925) 689-5900 South Coast Restoration, Inc. Laguna Hills | (949) 289-2919 www.southcoastrestoration.com

Think the standard HOA insurance policy provides adequate coverage for your management firm and staff?

Think again.

As the owner or principal of a community management firm you recognize your insurance needs are unique – just like your management services.

We understand your needs and have your best interests covered. Contact us and discover the difference: • Cyber Liability • Employment Practices Liability • Errors & Omissions • Master Fidelity • Office Package • Tenant Discrimination • Workers Compensation

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Endorsed by California Association of Community Managers, Inc. (CACM) www.cacm.org | Vision Spring 2014

License # 0C41342

In fact, it was your needs that were the driving force for the development of the CACM endorsed insurance programs more than two decades ago.

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Stay Competitive, Expand Your Career Horizons

Y

ou’ve been a successful community manager

The high rise manager:

for years. You have a plethora of management

skills, love working with diverse personalities

and enjoy the fast pace and variety you encounter on

interpersonal communication skills

the job every day. Are you ready for a new challenge?

• Ability to train and manage personnel equal in service to a five star hotel

CACM opens up new career opportunities for you with options to expand your professional knowledge

• Exceptional customer service and

• Vigilance and concern with safety and wellbeing of residents and staff

through the following specialty courses:

• Continuous oversight of mechanical systems, third-party contractors and regulatory requirements

SPC400 High Rise Community Management SPC410 Large Scale Community Management

The large scale manager:

SPC420 Active Adult Community Management

of functions

SPC430 Portfolio Management SPC440 Developer-Involved Community

• Understanding and overseeing a wide variety

• Implementing and managing large, detailed, and comprehensive operational systems and

Management – New!

processes Which path should you take? Channel your greatest

• Delegating to, and overseeing, onsite staff

strengths! Each specialty lends itself to a unique

and/or contracted vendors, focusing on the

skill set above and beyond standard community

big picture and trusting staff/vendors to

management. See what your strengths line up with:

execute the details

• Focusing on the community as a whole, not just the physical property within the community

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Vision Spring 2014 | www.cacm.org

Community Association Loans All the right tools for your next project.

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The active adult manager:

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• Understanding generational differences

• Building a strong sense of community through activities, clubs, outings, etc.

• Managing a large scale community

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jack.brandt@ mutualofomahabank.com

Brendan Concannon

Regional Account Executive 619.961.6346 Toll Free 866.800.4656, ext. 7480 brendan.concannon@mutualofomahabank.com

The portfolio manager:

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VP/Regional Account Executive 805.907.8452 Toll Free 866.800.4656, ext. 7500

and emotional needs

• Creating structure and order for the purpose of operating more efficiently and effectively

• Excellent time management skills

• Ability to attend to competing priorities every day without feeling overwhelmed

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National Corporate Member of Community Associations Institute

CACM Affiliate Member

• Willingness to drive to, conduct or attend several site visits and evening board meetings per month

The developer-involved community manager:

• Educating others on how a community operates and how to be a good board member

• Excellent ability to negotiate a win-win situation

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• Basic knowledge of construction

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Learn more about the education CACM offers in each of these specialties at www.cacm.org. You’ll also find information about how to earn a Specialty Certificate in high rise, large scale, portfolio or developer-involved community management.

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F

Hiring a Certified Manager: What’s In It For Me?

or most Americans, our most valuable asset is our home. Since more than 14 million Californians own and live in a common interest development (CID), it would only make sense to place your most valuable asset in the hands of a qualified professional.

Let’s face it, you wouldn’t ask your mechanic to fix a plumbing issue in your bathroom; you would place your trust in a specialist. While your mechanic may be a whiz with your car troubles, do you really trust him to properly repair a slab leak?

A board of directors can gain peace of mind by ensuring their community manager is a member in good standing and certified by the California Association of Community Managers (CACM). CACM offers California community managers the opportunity to make a commitment to professionalism, ethics and continuing education through the Certified Community Association Manager (CCAM) program. The CCAM certification requires community managers to complete 36 hours of study covering association management principles, applicable California laws, and ethics training.

Depending on your community needs, CACM also offers specific certifications through its Specialty Certificate Program. Managers can acquire in-depth understanding of many of the management specializations, including high rise, large scale and portfolio community management. The

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By susan sharp,, CCAM

highest level of achievement in community association management is the MCAM, the Master of Community Association Management certification. The MCAM is the ultimate professional designation available for California community association managers.

A wrong decision or bad advice made by a wellintentioned novice in the industry can have a catastrophic impact on the community – an impact that ultimately falls on the board’s shoulders.

CIDs are nonprofit corporations; your board of directors has the same responsibilities and fiduciary duties as any corporate board of directors. The difference is your board consists of volunteers whose careers rarely fall in the demographics of operating a multimillion dollar corporation. That’s where your certified manager comes into play; homeowners in your association need professional guidance on items ranging from the reasoning behind reserve funding, to the horrors of deferred maintenance and the need for adequate insurance. Not to mention proper budgeting, contract negations, and the unique laws that pertain to the community association industry.

The responsibility that is placed on the shoulders of you and your fellow volunteer board members is immense when you think about it.

You are making command decisions regarding not only your home and investment, but your friends’ and neighbors’ investments as well. A wrong decision or bad advice made by a well-intentioned novice in the industry can have a catastrophic impact on the community – an impact that ultimately falls on the board’s shoulders.

Even though we all want a good deal and more bang for our buck, we need to remember the old adage: “You get what you pay for.” The price for a state-specific certified manager may run higher than that of a layman in the industry. But remember, as a board member you have

a fiduciary responsibility to maintain and preserve your community’s investment. How better to do that than by hiring a certified professional. In some instances, it may be in your best interest to consider a manager with a Specialty Certificate based on your community’s needs. If your manager doesn’t have a Specialty Certificate, there’s no harm in contacting the management firm and requesting that your manager consider obtaining one to better serve your association.

In addition, knowing that members of CACM agree to abide by a Code of Professional Ethics and Standards of Practice is like a cup of cocoa on a cold winter’s night. These codes provide ethical guidelines for performing services related to the practice of community association management and hold individual managers and management firms to the highest level of conduct.

CACM California-certified managers also attend 30 hours of continuing education every three years as part of the recertification process. This includes attending extensive legal seminars and ethics courses to ensure each certified manager is up to date with the latest and greatest of legislative ideas and best business practices.

In the growing field of community management, boards shouldn’t settle for less than certified managers with state-specific knowledge who will serve their community with professionalism and integrity.

Not sure if your manager is certified or not? Contact CACM at 949.916.2226, ext. 319 to check his or her status.

Susan Sharp, CCAM, is the New Development Coordinator/Management Consultant for J.D. Richardson Company in San Diego.

CACM’s “In the Boardroom” feature is intended to provide key trends, tips and practical advice for association board members.

For easy sharing, you can also access this and other archived articles online at www.cacm.org.

www.cacm.org | Vision Spring 2014

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Wear Your Pin(s)

By Dean Jackson, CCAM

M

y wife collects pins. Olympic pins, Disney pins, Hard Rock Café pins. If it has a point and a clasp on it, chances are she’s collected it Wearing any of the at one time or another. To her credit, CACM pins marks a series her extensive collection – amassed of accomplishments, a through diligent work and study standard of professionalism, (there are books on this stuff) – is not only pretty, entertaining and and the support and intriguing, but it has also increased leadership of an organization in value. Though some of her pins are that I value. worth more than others, they all share something in common: an intrinsic value born of a desire to obtain them and the work involved in reaching her goal.

My taste in jewelry generally only extends to my wedding ring (which I never take off) and my watch. When it comes to pin collecting, with the exception of a few Disney pins (I like Jiminy Cricket), I can take it or leave it. There is, however, an exception. A number of pins that, over the course of nearly a decade and a half, I have collected and that I wear with pride.

These are the three pins I have received from CACM. I might raise some eyebrows if I wear a Jiminy Cricket pin to a board meeting or an industry event, but wearing any of the CACM pins, while much more appropriate, also marks a series of accomplishments, a standard of professionalism, and the support and leadership of an organization I value.

The first of the three pins I received simply reads CACM, showing the logo that helped define the California Association of Community Managers. I received this pin when I became a member of CACM. Even before I became certified I wore it to demonstrate that, even as a fledgling manager, I was part of something bigger than myself, an organization that promoted education, ethics and professionalism.

I had a lot to learn (still do), but that first pin symbolized a solid foundation upon which to build.

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I received my second pin after fulfilling the requirements to become certified in the community management industry. This little golden pin also had four letters: CCAM. It’s amazing just how much four letters can communicate. Those letters say that I am a Certified Community Association Manager.

They communicate the fact that I adhere to a code of professional standards, that I have received important and thorough educational support regarding California Law and the ins and outs of community management. I received that pin after two years of working in the industry, and though this was quite a while ago, I still sometimes wear it.

It is of far greater worth to me than the materials from which it is made. It has great sentimental value.

Most recently, just less than two years ago, I received another pin. This one also had the letters CCAM artfully displayed, and a banner proclaiming “10 Years.” Aside from not so subtly indicating my age (as my bald head also does), this pin also commemorates an accomplishment for which I’d striven. In an industry that is often challenging, I had become something of a veteran. I had weathered many ups and downs while continuing to learn from my peers; I had continued working in a field in which I had grown; and I had made contributions to CACM. To me this pin symbolizes many battles fought, many lessons learned, and a desire to keep going.

Will the Master of Community Association Management (MCAM) certification result in a new adornment for my lapel? I certainly hope so!

As pin collections go, mine is pretty stellar.

Its value has been steadily increasing even as my experience in this industry has grown. I encourage you to wear your pin(s) proudly. They are well earned.

Dean Jackson, CCAM is the General Manager of Pacific Park Plaza Homeowners Association in Emeryville.

Helping Community Associations Find Their Way Providing practical legal solutions to common interest developments in: • Governing Document Interpretation and Enforcement • Contract Negotiation and Preparation • General Counsel Service • Litigation, Trial and Appellate Advocacy

Neuland & Whitney, APC (949) 766-4700 www.neulandandwhitney.com 22342-A Avenida Empresa, Ste. 100 • Rancho Santa Margarita, CA 92688 www.cacm.org | Vision Spring 2014

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Southern California

Northern California

upcoming courses & events

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Date MARCH

Spring Calendar Course/Event Code

Location

CMM121-CMM124 FRMLEG

Concord Sacramento

LDR400 FIN200 CMM130 CMM100 FIN210 CMM130 CMM101-CMM102 SPC430

Concord Sacramento Sacramento Concord Concord Concord Sacramento Concord

MAY 7 Strategic Financial Planning 7 Ethics for Community Managers 15 Explaining Financial Statements 20 Forum Luncheon 21 Forum Breakfast

FIN320 CMM130 FIN220 FRMEB FRMSAC

San Bruno San Bruno Concord Concord Sacramento

JUNE 4 Advanced Insurance Principles 4 Active Adult Community Management 11 Risk Management in Community Associations 11-12 California Law Series (Modules I-IV) 18 Budgeting 18 Ethics for Community Managers

INS300 SPC420 INS400 CMM121-CMM124 FIN300 CMM130

Concord Concord Concord Sacramento Concord Concord

Course/Event Code

Location

CMM101-CMM102 CMM130 LDR500 LSSC CMM121-CMM124 FRMLEG CMM121-CMM124

San Diego Anaheim Anaheim Anaheim Laguna Hills Sacramento San Diego

CMM200 CMM220 FIN220

Laguna Hills Laguna Hills Laguna Hills

MAY 1 Reserves - What, Why, How 1 Ethics for Community Managers 7 Human Resource Management 8-9 CEO Business Forum 13 Forum Luncheon 14 Forum Luncheon 14 Advanced Ethics: Leadership & Decision Making 14-15 BAM Series (Modules I-II) 15 Active Adult Community Management 15 Advanced Ethics: Leadership & Decision Making 15 Strategic Financial Planning 15 Active Adult Community Management

FIN200 CMM130 LDR400 FRMCEO FRMLA FRMVEN LDR500 CMM101-CMM102 SPC420 LDR500 FIN320 SPC420

Laguna Hills Laguna Hills Laguna Hills San Diego Culver City Camarillo Los Angeles Laguna Hills Palm Desert Palm Desert San Diego San Diego

JUNE 4-5 California Law Series (Modules I-IV) 5 Strategic Financial Planning 5 Ethics for Community Managers 5 Forum Luncheon 10 Forum Luncheon 11 Strategic Financial Planning 11 Advanced Ethics: Leadership & Decision Making 12 Ethics for Community Managers 12 Conflict Resolution for Community Managers 17 Forum Breakfast

CMM121-CMM124 FIN320 CMM130 FRMOC FRMSD FIN320 LDR500 CMM130 CMM220 FRMCV

Laguna Hills Camarillo Camarillo Costa Mesa San Diego Laguna Hills Laguna Hills San Diego San Diego Palm Desert

5-6 25

Course/EVENT California Law Series (Modules I-IV) Legislative Forum

APRIL

2 3 3 9 10 10 4/30-5/1 4/30-5/2

Human Resource Management Reserves - What, Why, How Ethics for Community Managers The HOA Puzzle Assessment Collections Ethics for Community Managers BAM Series (Modules I-II) Portfolio Management

Date MARCH

5-6 12 12 13-14 19-20 25 26-27

Course/EVENT

BAM Series (Modules I-II) Ethics for Community Managers Advanced Ethics: Leadership & Decision Making Southern California Law Seminar & Expo California Law Series (Modules I-IV) Legislative Forum California Law Series (Modules I-IV)

APRIL

9 9 30

Enhance Your Professional Presence Conflict Resolution for Community Managers Explaining Financial Statements

Vision Spring 2014 | www.cacm.org

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2014 Northern California Law Seminar & Expo Oakland Marriott City Center | January 30 – 31, 2014

T

he 2014 Northern California Law Seminar & Expo drew more than 600 community managers for two days of informative sessions, idea sharing and an exhibit hall

featuring more than 140 exhibitors.

Manager attendees explored new legislation and case law; property insurance claims; safety, security and privacy issues; and more. Attendees also had the option to participate in Table Topic sessions; managers visited the table (or tables) of their choice, brainstorming solutions to various topics with other managers and the attorney facilitators.

This year’s event also featured the CCAM Oath Ceremony, recognizing managers who recently earned the prestigious CCAM designation; the evening Welcome Reception, full of networking and fun; and the new Business Connection Lounge, which allowed managers to schedule oneon-one meetings with the exhibitor of their choice to discuss upcoming projects and challenges.

Booth Contest Winners 1st Place ProSolutions 2nd Place Hughes Gill Cochrane, PC 3rd Place A-1 Roof Management & Construction, Inc. Honorable Mention

Association Lien Services/ SwedelsonGottlieb

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Vision Spring 2014 | www.cacm.org

Thank You to Our Sponsors

Diamond Sponsor – Conference Bags

Here’s what a few participants liked best this year: Everything was wonderful! Well organized. Great vendors.

I liked the venue. The food was excellent. Enjoyed mingling with other managers.

Carole A. Gilano Cayer, CCAM Homeowners’ Association Management, Real Estate Sales & Rentals

It was very well organized, and the information was current and timely. [Table Topics] is the best segment of the entire Law Seminar. The managers were able to listen to each other and, by process of joint sharing of information and situations, we were able to come away with some very good information and ideas. Love the Breakout Sessions.

Sapphire Sponsor – Conference Nametag Lanyards

Silver Sponsors – General Law Session Dunn-Edwards Paint Corp.

The Miller Law Firm Terminix Universal Protection Service Silver Sponsor – Welcome Reception Bar Alliance Association Bank Bronze Sponsor – Concurrent Education Session General Construction Services, Inc.

Sheila Tonini, CCAM Massingham & Associates ACMF

I enjoy the Expo as a whole – it is very well put together and always educational.

Welcome Reception Sponsors Calvac Paving CID Insurance Programs, Inc. Hughes Gill Cochrane, PC Nautilus General Contractors, Inc.

Ariella D. McLane

Luncheon Sponsors Berding | Weil BTC Bob Tedrick Construction Inc. Hays Companies Kelly-Moore Paint Co., Inc. Pro Solutions R.E. Broocker Co., Inc. Roofworks & Construction, Inc. Seacoast Commerce Bank Securitas Security Services USA, Inc. Continental Breakfast Sponsors Cagwin & Dorward Landscape Contractors Coastal Paving, Inc. Serpico Landscaping, Inc. Whit’s Painting, Inc. Ethics Class Refreshments Browning Reserve Group

Regency Management Group

1st Place

2nd Place

3rd Place

Check out more photos from the event in CACM’s online Photo Gallery at www.cacm.org.

www.cacm.org | Vision Spring 2014

37

Real thoughts from real board members about community managers

What Board Members WanT

By Margo Crummack, CCAM, PCAM

We all know what we want and expect from our board members, but how many of us really know what our board members want and expect from us as community managers?

We thought it would be fun (and enlightening!) to go directly to the source to find out. Earlier this year we polled California community association board members with six simple questions to get a read on their expectations. Some of the responses may surprise you while others may just serve to reinforce what you sensed was true.

There were some interesting points made though that I think all of us in the community management profession will be happy to hear. For instance, they value educated managers! That was a common thread in the responses.

Also, by virtue of that education, one board in particular stated … and I quote: “Our community manager demonstrates by example the professionalism necessary to carry out the responsibilities of a maintenance association board member. This knowledge provided me with what I needed to be successful, whether it was at my request or unsolicited. I take my board responsibility seriously and

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continually strive to reflect my years of experience in the ever-increasing quality of my contribution. I should be getting better each year. My community manager makes that possible.”

Isn’t that awesome? Don’t we all want our board members to feel that way about us? So, if you doubt that your ongoing professional development isn’t having any impact, isn’t worth the time or expense in the furtherance of your career, there’s some support right there. It absolutely has more value than you thought.

Good to know, you say? Well read on to learn more about what board members want. The following is an overview of questions asked and their responses. You may already be doing many of these things, but it’s nice to have a reminder or learn some tips that may be helpful to you in your career advancement.

What has your community manager or company taught you about your role as a board member?

“To continually think in terms of what is in the best interest of the entire community.”

We would term that not operating in a vacuum and knee jerking to one particular homeowner or issue, without consideration on how that may impact the whole of the community. >>>>>>> “The various managers have showed me how important it is to follow California law, CC&Rs and Bylaws and to research before making changes or coming to conclusions.”

Help them understand why they are doing something, not just “because.” >>>>>>> “Procedural matters and specific timing of certain reoccurring events.”

Be sure they are prepared up front to meet necessary deadlines. Can anyone say “Annual Calendar”? >>>>>>>

What educational support or resources do you look to your manager to provide for you?

“Guidance on what other communities are doing and how other communities are improving. No harm in sharing.”

Don’t re-create the wheel! Seek out other communities, either within or outside of your organization, that have already successfully completed a big job that your board is now embarking upon. >>>>>>> “I learned more about the regulations regarding our specific community.”

Always be sure to know each specific community’s rules and governing documents. The nuances make a difference. >>>>>>>

Reach out to your boards with education tips you have learned!

“It would be nice to take 15 minutes each board meeting, as a routine agenda item, to cover an important topic.

This topic should be relevant and timely. The community manager can lead the education, but it should also include interaction with the board members…”

We do not currently do this, but I think it’s a great suggestion!

Food for thought.

Name an instance when it was clear to you that your manager’s expertise was invaluable?

“The recent foreclosures in the community have highlighted the HOA’s ability to react and work with the banks to clear these houses that are sitting vacant and an eyesore for the community.”

Creative problem solving in uncertain times – know how to adjust. >>>>>>> “‘Invaluable’ to me correlates most closely to avoiding legal challenges and/or saving money. The most recent occurrence was actually during the absence of our manager (vacation), which was still transparent in the way it was handled by the management company staff.”

Having support within your organization is invaluable to both you and your customer(s). >>>>>>> “In our community, specifically, the manager’s expertise was evident in our ongoing attempts to work out an acceptable solution to our guest/resident parking arrangements.”

If at first you don’t succeed…

Continued on page 40 www.cacm.org | Vision Spring 2014

39

What Board Members Want Continued from page 39

Professionalism is rewarded with

Professionalism

After leaving messages to thank these board members for sharing their thoughts, I received the following from one participant that is worth repeating:

“Always being able to confirm our community rules. Being fully present for your boards at every board meeting, every time. It makes a difference.”

When you are there, that board – that community – should be your only focus. This is but one way to demonstrate that.

How has your manager helped to keep you abreast of the changes in the more than 1,200 laws that govern HOAs in California?

“As situations arise, each community manager has detailed specific laws applicable to the exact function needing our attention (i.e., when to send out the budget, audit, 30-day notice to change a rule, etc.).”

“Hi, Margo. I'm glad something I said was of benefit. I surprise myself now and then. Even as adults, we model the behavior that we see around us. It's always easier to sink to the lowest level and if that is what is modeled, then that is what you are likely to get from others. The reverse isn't always guaranteed, but it certainly improves the chances of better ‘behavior’ when it is modeled for us. At least what is expected is on display for us to emulate or purposely reject. Death and taxes, and a bad hair day now and then, are the only gold standards.

But we have reason to believe that professionalism is rewarded with professionalism.”

-Matt, a California Large Scale Board Member

Education, education, education. Annual disclosures, new DavisStirling re-organization for 2014? Yes, they care that you know how it affects their association operations. >>>>>>> “Our manager is constantly emailing us regarding new procedures, policies and updates that keep us informed of issues that will be coming our way.”

Another way CACM is invaluable to our industry. >>>>>>> “The best single overview of the above changes I read was yours posted in your company’s newsletter. I read it from beginning to end. (Thank you very much!)”

Reach out to your boards with education tips you have learned!

Don’t be afraid to share with them.

I really like his statement, especially the idea that the chance for much better "behavior" occurs when it is modeled for us. That tells me as a community manager that we need to think about our actions and how they affect others.

As a collective group of professional community managers with CACM, let's all challenge ourselves to be a group that models the type of behavior we want to encounter with others.

How has your manager helped create a more efficient and effective board?

“Pre-agenda review held before each board meeting. I couldn’t imagine going into a board meeting without this preparation.

Discussion with the board president prior to each meeting can go a long way to help facilitate a successful, time efficient board meeting everybody can walk away from and feel good about! >>>>>>>

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“Sending us board management reports and agendas through Dropbox ahead of time has been dramatic, allowing the board more time to prepare before meetings.”

Keep for yourself a “brag-sheet.” There is no reason why you should not track your successes and, by all means, share them with your boards!

Again, just another tool to help your boards be prepared and effective. >>>>>>> “Always available for my questions.”

Picking up the phone and responding quickly to email makes a big difference.

I hope you found this feedback interesting. I know that I did!

It’s nice to know when you’re on the right track, but more importantly always be open and continue to learn and pick up new, helpful tips along the way. This extra effort may well provide for greater career satisfaction for yourself, translating into success for the boards you guide. Good luck and I wish you all the best in your quest for personal success.

If you needed to recruit a new manager for your association, what would you look for?

“Someone who cared about the appearance of my neighborhood.”

Would you want to live there? If not, what would you change or improve?

Margo Crummack, CCAM, PCAM is the Principal/CEO of Crummack Huseby Property Management, Inc. in Lake Forest.

>>>>>>> “Organization skills, timely with email, strive to save the community money, just to name a few.”

Having a strong basic foundation goes a long way. >>>>>>> “Experience. Experience is critically important when working with a board comprised of volunteers with limited time, knowledge and experience. Enthusiasm and professionalism are important too, but cannot take the place of experience. They are great compliments, however, and are important to the ideal community manager.”

This is where having your CACM designations can be very meaningful. They represent the very highest in professional experience and demonstrate your knowledge in California. >>>>>>> “I would look for a manager with outstanding communication skills. A person with a proven past record for follow up and, more importantly, follow through and getting tasks completed in the shortest time frame possible.”

www.cacm.org | Vision Spring 2014

41

In Conversation with the CACM Board

Collectively, the members of CACM’s Board of Directors have more

What do you perceive as the value or

than 365 years of industry experience – that’s more than three

advantage to earning the CCAM or

centuries of community management expertise! With such a great

MCAM – which are both California-

amount of knowledge at our fingertips, we decided to put our

specific credentials that adhere to

Board members’ experience to work for you.

rigorous education standards – over other credentials?

In each 2014 issue of Vision magazine, we will be asking a select few of our Board members to offer you insight on a variety of

Melinda Young, CCAM, PCAM

topics. We hope this recurring feature provides you with a new

Frankly, the reference

perspective on your profession and your industry.

to California-specific says it all. While I 1

obtained a national designation over 13

years ago, I still find the education associated with maintaining that designation doesn’t include state specificity. Given that not all states have a Bureau of Real Estate, may have individual licensing requirements and follow individual versions (generally more reduced in scope) of the Davis-Stirling Act, I need to know what works here, in California, where I work.

Jacqueline Dynes, CCAM

CACM’s Californiaspecific credential permits California managers to 2

concentrate on

issues specific to our state and state laws, while national organizations provide basic scenarios that are not always practical or comply with our state laws. This can lead to managers “forgetting” there is still that big DavisStirling Act out there that they must rely on to be certain the association is in compliance with whatever 42

Vision Spring 2014 | www.cacm.org

issues they may be challenged on.

Melinda Young, CCAM, PCAM

CACM provides managers an ongoing

Fortunately, boards are becoming

resource for education and keeps us

better educated and are beginning

abreast of updates/changes to California

to recognize the value of education

law. CACM classes concentrating on

and certification. I convey the value

California help us to be the best we can

of my CCAM by constantly sharing

be and provide the best service to our

articles, information learned in classes,

clients.

new products from different affiliates and new ideas from other managers.

What are a few specific ways you

When I am able to show them a great

convey the value of your CCAM

article from Vision magazine or the Law

certification to your boards? How do

Journal that directly addresses an issue

you show them that your commitment

they may be having as well, the board

to continuing education directly

sees the benefit from CACM. There is a

benefits them and their community?

direct correlation to the success of their operations in the community.

Sharon Topping, CCAM

Time and again, situations arise where

3

Dan Kocal, CCAM

we have to inform

Community managers

boards how changes to

should never be afraid

the legislature have an

to toot their own horns,

impact on how they do business for their communities. One of

4

but many rarely do.

As professionals, we

the more recent and significant changes

should be in the habit of highlighting our

was the passing of SB 563. Some board

educational and professional endeavors

members were very up to speed on the

in our reports to our boards, signifying

changes and what it meant to them, but

our commitment to stay current and

a vast majority didn’t really understand

educated so that we may keep our

the implications and how it would

boards in safe harbors.

1 Melinda Young, CCAM, PCAM Senior Vice President Walters Management, ACMF 2 Jacqueline Dynes, CCAM Owner DyneNamic CID Management 3 Sharon Topping, CCAM Regional Director (Los Angeles) FirstService Residential California, LLC 4 Dan Kocal, CCAM Chief Operating Officer The Management Trust 5 Lisa Esposito, CCAM Vice President Bay Area Property Services 6 Mary Walker, CCAM Owner MW Consulting 7 Gordon Goetz, CCAM Chief Executive Officer The Management Trust – Goetz Manderley

ultimately change the way they did business. Being well-versed on the laws that directly impact our associations, we

Lisa Esposito, CCAM

could walk them through the changes

I always use my

and help guide them in conducting their

certification after my

business in the most efficient manner

name in signature

possible while making sure they are adhering to the new rules.

5

blocks on emails and on correspondence.

This allows me to elaborate at the opportune time about our industry, Continued on page 44 www.cacm.org | Vision Spring 2014

43

In Conversation with the CACM Board Continued from page 43

illustrating the dedication of certified managers to pursue continuing education courses. I also describe us as a statewide resource for best practices and procedures. I always share with boards that our company believes CACM provides great benefit to managers and as such pays for most of the required costs of continuing education through CACM.

How has your CCAM certification opened doors for new opportunities in the CID industry?

Lisa Esposito, CCAM

Recently I have received a RFP specifically requesting confirmation of my certification and my certification number. Clearly boards are beginning to see the value of evaluating the California certified community managers for proposals for professional services. Without my CCAM certification, I would not have even had the opportunity to present our company to this prospective client.

Jacqueline Dynes, CCAM

The relationship between a manager and the association board is a high priority. My relationship with my boards is

Mary Walker, CCAM

In every promotion, and with every raise,

based on trust and knowledge. I am constantly updating

my CCAM certification has been a factor;

my boards on the latest legislation and provide suggestions

it matters not only to the client boards

and/or examples for problem solving from courses, forums or events I have attended through CACM. It is important they understand the resources I have at my fingertips as a result of my CACM membership and experiences. I have always been proud to wear my CACM pins and to start a conversation with others regarding the benefits of being a member of CACM and a Certified Community Association Manager.

6

but to the owners of the management companies as well – including working

onsite, directly for boards of directors. Without the CCAM (or MCAM) certification, one doesn't have the competitive edge with one's peers and is not qualified to sit on the CACM Board of Directors, which has been a great and invaluable experience!

Gordon Goetz, CCAM

I’m in an area of the state where there are very few credentialed management companies or professional community 7

managers. Yet there are a multitude of people putting themselves out to the

public as “managers.” Once I tell a prospective client of CACM’s level of education and professional development, along with the Code of Ethics, they see the value.

Jacqueline Dynes, CCAM

Having the CCAM certification has given me a lot more confidence to face the day-to-day challenges of my job.

I feel that I am looked at as a professional manager with integrity rather than someone just doing a job and getting by. I don’t believe that any one thing can open doors for you unless you have the confidence to walk through them. I believe that based on my education from CACM, accompanied by my experience, I have been able to walk through a few more doors than most non-certified managers.

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®

www.cacm.org | Vision Spring 2014

45

By Dean Jackson, CCAM

How I cut a three-hour board meeting down to 21 minutes

St

I hate long meetings.

I have found through the years that there is often one director who likes to hear himself talk… and talk… and talk. I have seen the homeowners’ forum become the HOA equivalent of a poetry jam where one party talks and hands the floor to the next, and so on, and so on, and so on. I have experienced multi-paged agendas where the items under “Unfinished Business” outnumber the “New Business” items three to one.

I know it’s selfish, but after a long day’s work, followed by a long evening, that 40mile drive home can seem insurmountable. Is it too much to ask that I be home in time for Letterman?

Whether as a result of selfishness or a desire to expedite the meeting process and get more things accomplished, I have made it a crusade to streamline meetings. When I started in my current position it wasn’t uncommon to have a three-hour board meeting. Now my meetings rarely last longer than 40 minutes (my record is just under 21 minutes); business gets completed, and I get home in time for a nice dinner with my wife (and Mr. Letterman).

My meetings rarely last longer than 40 minutes.

Here are some tips that I have found to be effective: With the advent of the Open Meeting Act (Civil Code 4900), which with certain exceptions limits discussion at a meeting to only what is on the agenda, the board knows that last minute additions to the agenda aren’t possible. This promotes forward planning for those directors wishing to discuss something at the meeting, and it allows all directors and the manager to prepare for questions and have information readily available. Best of all, I get to blame the law for the director’s inability to surprise us with a lengthy discussion on whether or not the trees should be painted purple and planted upside-down.

The agenda is your friend!

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treamlined Board Meeting Preparation is key. In my experience, it’s the director who doesn’t read the meeting package that bogs down the meeting. I send my agenda out about a week early, along with all the information necessary to make informed decisions. I then encourage the directors to contact me with any questions, suggestions, or thoughts, so that they can be addressed with the director prior to the meeting, or so that the proper information can be provided to the directors in advance. While this doesn’t guarantee all directors will read the information, it does guarantee that those directors who prepare will give dirty looks to the one who doesn’t.

Plan the agendas. While

I can’t foresee everything, I do have a pretty good idea, month-to-month, of which projects the board will need to address throughout the year. I know when there is a paving project coming up, or when the board will need to adopt new rules. I do my best to space these items out so that there won’t be multiple complicated items, and lengthy discussions, on a single agenda. While this is not always possible, it does allow for a meeting to proceed quickly, with each item getting the necessary attention. It also allows for advanced communication with the directors over the course of the year so that there aren’t as many surprises.

Talk to the president in advance. I

have a habit of calling my board president as soon as the agenda is ready, or as soon as an item comes to my attention, which may come up during the homeowners’ forum. We discuss the details, the information or questions that may need to be covered and the desired outcome. Now the president is in the position to move the meeting along, answer questions, and pace the meeting so that it doesn’t get bogged down in minutiae.

Avoid tabling. I’ve

“worked” with boards who tabled more items than they addressed.

The result is multi-paged agendas and multi-hour meetings with little progress. The more information the board has in advance, and the more simply this information is provided to them, means there will be more items covered and less procrastination.

The homeowners’ forum is for brief discussion, not individual manifestos.

I have found this to be the most difficult time-saving tip to tackle. My board encourages members to speak up, but at times they allow members to do so during the agendized part of the meeting, or to take up inordinate amounts of time on their subject (recently we heard a 20 minute monologue regarding an owner’s cable box).

While some associations limit members’ comments to two minutes each (and use a timer!), my board hasn’t done that (yet).

Continued on page 48

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47

show your support

Thank You to Our Sponsors

Thank you to our 2013 fourth quarter sponsors for their generous contributions. The next time you encounter a CACM sponsor, please join us in acknowledging the work and generosity of these supportive members.

Advanced Painting & Wood Repair Allied Waterproofing Systems Inc AMS Paving, Inc. Angius & Terry LLP ASR Construction

Professional Services Construction, Inc. Rain Master Control Systems Roofworks & Construction, Inc. Rose Paving Company

SCT Reserve Consultants, Inc.

Black Diamond Paving, Inc.

Seacoast Commerce Bank

Borg Fence

Securitas Security Services USA, Inc.

California Gate and Entry Systems

Serpico Landscaping, Inc.

CID Insurance Programs, Inc.

Signature Painting & Construction, Inc.

CommerceWest Bank DM Construction Services Enviro Views, Inc. Fiore Racobs & Powers, APLC First Bank Flood Pro Flynn Riley Bailey & Pasek LLP Fontaine Weatherproofing, Inc.

South Coast Restoration, Inc. Spectrum Property Services, Inc. Statcomm Inc. ThyssenKrupp Elevator Tinnelly Law Group Union Bank Universe Painting, Inc. Unlimited Property Services, Inc. Varsity Painting

Harle, Janics & Kannen Harvest Landscape Enterprise Kelly-Moore Paint Co., Inc. Mailboxes "R" Us Mutual of Omaha Bank Nelson Paving & Sealing OCBS, Inc. O'Connell Landscape Maintenance Pacific Western Bank Painting Unlimited, Inc. Payne Pest Management Perry Law Firm, The Peters & Freedman, LLP Precision Concrete Cutting

48

Continued from page 47

I have taken to elbowing the president or subtly gesturing to my watch when people go on too long. This is a work in progress.

Wear a watch. Obvious?

I notice that when my president doesn’t have her watch on, meetings tend to go long. (Besides, carrying a cattle prod isn’t practical.)

Small talk prior to the meeting being called to order helps. Find

out what the board members like to watch on TV, have for dinner, or whatever their plans may be for later that evening. In my experience, if the board looks forward to getting on with their lives as much as the manager does, things move more quickly.

Scott English Plumbing, Inc.

Best Alliance Foreclosure and Lien Services

Collins Builders, Inc.

The Streamlined Board Meeting

Vision Spring 2014 | www.cacm.org

While these are only tips, and they may not work for everyone, I have found that with a little planning, some light discussion, and the right motivation, a board of directors meeting can be quick and efficient. The association’s business moves forward and my dinner doesn’t get cold.

Dean Jackson, CCAM, is the General Manager at Pacific Park Plaza HOA in Emeryville.

Built for Management Firms

C

alifornia community management firms need a staff of professionals who know and understand state laws and are committed to certification and continuing education. If you’re hiring in 2014, CACM's Career Network can help connect you with quality job candidates who meet your specific criteria.

Once your firm registers and posts a job opening – whether it be for a community management, human resources, financial, or other company position – you'll be able to browse the more than 450 searchable candidates on the Career Network.

You'll be pleasantly surprised to know that job postings and résumés aren't limited to

community managers alone. In fact, the categories of résumés cover a wide range of skills, including:

• Accounting • Administrative • Customer Service • Facilities Manager • Financial Manager • General Manager • High Rise Manager • Marketing • On-Site Manager • Portfolio Manager

When you're ready to fill a position in your company, use CACM's Career Network and don't forget to take advantage of available package pricing deals and member discounts.

Get started now at www.cacm.org.

www.cacm.org | Vision Spring 2014

49

Member News With thousands of members spread out across California, CACM was looking for a way to keep in touch with all of our members’ latest happenings.

T

he Member News page is CACM’s online bulletin board designed to feature our members’ most recent news, both personal and professional. Select stories are also featured in Vision magazine.

Here is one of our latest submissions: November 2013

PCM Raises $12,000 for OC Residents in Need Employees of Professional Community Management (PCM), a CACM Management Firm Council member and ACMF company, raised more than $12,000 to address the critical needs facing many Orange County individuals and families this Holiday Season.

forced to choose between putting food on the dinner table and purchasing school supplies for their children.”

The weeklong employee-driven fundraising campaign featured a series of western and cowboy-themed events conceived as a fun way to encourage participation from each and every PCM employee, as well as local vendors.

Since 1998, PCM has raised nearly half a million dollars during its annual employee fundraising campaigns for the Orange County United Way and Associa Cares – a separate 501(c)3 organization comprised of volunteer Associa company staff members who serve on national and local committees.

"We at PCM are blessed with caring and giving employees," said PCM CEO Donny Disbro. "In our business, we quite often encounter community residents struggling to make ends meet,

To read more recent news, log in to the Members Only section at www.cacm.org.

Have some of your own news to share?

We are currently seeking submissions for the Member News page, whether it be a recent award, a promotion or new hire, a marriage, or even a birth. If you have some exciting news to share on our online Member News board, send it our way. Submissions should be:

• 150 words or less • Written in paragraph form • New information (no duplicate submissions or re-post requests, please) • If applicable, accompanied by a web-friendly photo or company logo (JPG, GIF or PNG at 72 dpi) • Emailed to communications@cacm.org for consideration

We look forward to hearing what’s new with you!

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maintaining high standards

New Manager & Management Firm Council Members

CACM members further their success in the industry and benefit by partnering with colleagues to share new ideas and best practices. Please join us in welcoming these new members from the fourth quarter of 2013!

• Water Heaters - Gas and Electric • Back Flow Testing • Electronic Leak Detection and Slab Leak Repairs • Video Sewer Inspections • Sewer Jetting and Area Drain Maintenance

Manager Members Kristina N. Alvarez

Christine J. Markey

Reynaldo Balderrama

Pamela Miller

Nargis Barez

Lisa B. Mitchell

Carol Benevento

Paula M. Mora

Michael J. Brookes

Jenny H. Mucha

Shirail Burton

Tom A. Muniz, CCAM

Lisa M. Cupersmith

Adrianna Nand

Susanne C. Darner

Sharon O'Connell

Vlady Dmytrenko

Harry R. Seaboldt

Laura Dorcsak

Jacob R. Shemano

Kailey Fisk

Tara E.B. Sigel

Ann Fok

Mary Simpson

Tiffany Goff

Kathy Stathakopoulos

Michelle Goodell

Kristy M. Stenger

Pao-Kai Hsu

Stephanie Strobel

Jennifer Lawler

Lew E. Wade

• Trenchless Sewer Repair

24 HOUR EMERGENCY SERVICE

Samantha J. Lemieux

Management Firm Council Members Allure Total Management San Marcos | (760) 804-8290 www.alluretm.com AMS Realty, Inc. Ventura | (805) 642-0995 www.amsrealtyinc.com Buckstar Property Management Company San Diego | (619) 328-2760 Pacific Sales & Management Oakland | (510) 763-8600 Propvest Property Management Irvine | (949) 910-1147 www.propvestonline.com www.cacm.org | Vision Spring 2014

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Relationsh

“Relationships are all there is. Eve because it is in r 52

Vision Spring 2014 | www.cacm.org

hips Grow Organically rganic and sustainable foods are all the rage today. This “eat healthy” movement has led to a significant increase in farmers’ markets, co-ops and health food store options. What is interesting about organic food is that the surge in demand has actually grown “organically.”

The term organic has evolved to have a wide variety of meanings in an array of industries. When it comes to food, organic is generally defined as food without the employment of chemically formulated fertilizers, growth stimulants, antibiotics or pesticides. Organic marketing encompasses the same free flowing, natural and long-term approach. Bottom line, when it comes to food or people, an organic approach means no artificial or short-term stimulants.

What does this have to do with our industry?

Understanding marketing and relationships may help define the issue. Marketing is simply making customers aware of your product or service. In order to develop a successful marketing strategy, one must make potential customers aware of the value of the product or service being offered.

Ultimately, customers will associate a brand with the level of service provided rather than any gimmicks employed when they were originally sold the service. The key is building relationships.

In recent years, sales and marketing budgets have soared in our industry. Out of a necessity to stay afloat and generate sales, many service providers doubled down during the Great Recession. Unfortunately, these increased marketing efforts typically have meant more party buses, booze cruises and

other extravagant (can you say, over the top?) events. While these could be fun with family and friends, for business professionals, these “artificial stimulants” at best produce short-term (and short-sighted) results.

The opposite is true of organic marketing. Organic strategies are always people/relationship centric, resulting in more effective long-term strategies and ultimately, success.

Margaret Wheatley, an American writer and management consultant who studies organizational behavior, sums it up for today’s business leaders: “Relationships are all there is. Everything in the universe only exists because it is in relationship to everything else.

Nothing exists in isolation.”

It sounds simple; but, as we all know, a long-term strategy in short-sighted times can be difficult – especially if you feel you must compete against over-the-top events being offered by your “competition.” However, professional community managers care more about their career path and how their profession and industry is viewed than the free gimmicks and parties offered by a select few. (Get the 411 on what professional managers really want from their vendors in the “How to Earn My Business” article on page 22.)

Ultimately, organic marketing that is focused on building long-standing professional business relationships is your key to being successful. As we move ahead, let’s work together to elevate the professionalism of the industry and make a grand gesture by doubling down on relationships.

Matt Davenport is President of Monarch Environmental, Inc., in Mission Viejo.

erything in the universe only exists relationship to everything else. Nothing exists in isolation.” www.cacm.org | Vision Spring 2014

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project professionalism

show you’re a leader

Exhibit integrity

A Community Manager’s

Dress for Suc

By Patty Garcia, CCAM

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exude confidence

make a lasting impression

“You never get a second chance to make a good first impression.”

You’ve all heard the quote “dress for success” but sometimes we need a reminder about what dressing for success actually looks like. Not only is the way you dress important but there are other things

Guide to

ccess

to take into consideration when preparing for your day or attending a board meeting or industry event that will say a lot about you before you even open your mouth.

Being confident, knowledgeable, professional, prepared and dressed appropriately will immediately help you make a great first impression.

Continued on page 56

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55

Dress for Success

Built for Community Managers

You’re not just any community manager. You’re a California community manager, which means your knowledge base includes thousands of laws, management practices and insurance requirements unique to this state.

A career as specialized as yours requires an equally fine-tuned source for career advancement, which is exactly why CACM’s Career Network was created. This industryspecific, online job board ensures your résumé is seen by the right companies, including those that will recognize and appreciate your qualifications.

Job seekers can:

•

Be seen by a target group of employers

•

Access free and confidential résumé posting

• Receive weekly emails featuring new job listings

•

Save jobs for later review

To find a career opportunity tailored to your expertise, visit the CACM Career Network today at www.cacm.org.

56

Vision Spring 2014 | www.cacm.org

Continued from page 55

As a community manager, you want respect from your homeowners, boards of directors and peers.

You want to be recognized as CEOs of your communities and be trusted Ladies: and relied upon in every aspect After dressing for the workday ask of your profession. But, is your yourself this: Can my appearance helping you achieve outfit be worn after my meeting to go those goals? Do you dress clubbing? appropriately for the event or If the answer is yes, you need to occasion you are attending? Do rethink what you you know what is appropriate? are wearing.

Believe it or not, the way you present yourself can leave an impression that cannot be changed, no matter what you do. Your appearance can make or break your credibility. A quote from Will Rogers could not be better said and is true whether you are 15 or 50: “You never get a second chance to make a good first impression.”

Our industry has struggled from the onset to be taken seriously and treated professionally. I know that firsthand because I was around at the onset. You want and deserve respect and work very hard to manage your communities in the interest of the membership and not for your own benefit. It is important to remember that every individual in our industry represents thousands of our colleagues managing California communities.

If your goal is to present yourself as confident, knowledgeable, professional, and someone the board and homeowners should trust with the most expensive investment they will ever make, wearing a mini skirt, revealing top, jeans or a wrinkled shirt will not instill that confidence or trust.

Changing how you make a better first impression is not difficult or Gentlemen: expensive and will never let you After dressing for the workday ask yourself down. If you can leave an event, this: Would I be meeting, or industry function comfortable going to a bonfire at the beach in and the people you meet only this outfit? If the answer remember you for what you is yes, you need to rethink what you know, you cannot ask for more. If are wearing. you don’t wish to spend too much time thinking about it and Vogue or GQ is not to be found on your nightstand, a black or navy suit is the non-fail classic meeting attire that will never go out of style

Patty Garcia, CCAM, PCAM, is President of Millennium Community Management, LLC in Santa Ana.

E

X

PE

E

SPEAKing from

RIE

C N

By Sascha Macias

Interviews reveal common traits linked to industry success Often times in our industry we get bogged down with requests, complaints, violations, and “fires” that need to be put out. But, in an industry that some outsiders view as negative, many managers have amazing stories and wonderful outlooks – and those should be celebrated. In recognition of this, we reached out to a few experienced industry professionals from different management specialties and asked them to tell us about their successes.

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Speaking from Experience Continued from page 57

In your specialty, what do you find to be the most challenging aspect?

With any successes, there must first be challenges. Across the board, the managers we spoke to cited calendaring and prioritizing as their biggest challenges.

Nancy Fisher, CCAM, is a Senior Property Manager for Steward Property Services, Inc. who has encountered many types of communities. She tells us her strategy is to mark her calendar with known meeting dates, personal appointments, family events and holidays. This helps Fisher make sure she is prepared and nothing overlaps.

Diana Wright, CCAM, General Manager at Marquee Park Place HOA (a high rise), takes a similar approach and recommends managers “set and follow a maintenance calendar with your operations team and building engineer.”

What other unique skills does a community manager need to best serve clients?

In addition to maintaining a detailed schedule, our industry informants mentioned the importance of prioritizing their workload and maintaining a positive attitude and discourse.

Greg Rainier, CCAM, is a General Manager in Culver City who specializes in large scale communities. His answer was simple and to the point: “Be open minded and non-judgmental at all times…Come to work with a happy attitude or you will never make it as a community manager.”

In the high rise specialty, Wright adds that pleasant frontline staff and “appropriate standard operating procedures” can create the right environment. Fisher had the same idea, citing a customer service attitude as key, and she also added that being organized, keeping up to date on your certifications and education and staying ahead of the calendar are highly important.

Fisher also made a powerful reference to utilizing the resources around you. “If you are lucky enough to work with a group of managers that includes long time managers, pick what is left of their brains,” she said. “They are a wealth of information and can give you insight that they learned the hard way.”

What has been your biggest success in your current role, and what helped you achieve it?

We have focused on challenges and skills thus far, but what we really want to hear are the success stories. Again, we found a common theme amongst our successful, experienced group of managers: relationships. (Is anyone in this industry surprised by this answer?)

The relationships we build are vital to our success with service providers, coworkers, industry professionals, homeowners and board members. Rainier cites a commonly heard industry 58

Vision Spring 2014 | www.cacm.org

quote, and one of my personal favorites: “Today’s homeowner is tomorrow’s board member.” He says his efforts to create a board culture and serve as an asset to his owners and board members have enabled him the success he enjoys today.

Fisher cites the same, saying her biggest success is her relationships with service providers, board members and homeowners. “Don’t get so comfortable … that you take them for granted,” she says. “When homeowners are confident that we respond … they are so much more pleasant to do business with.”

What advice would you give someone who is either interested in or just starting to pursue your management specialty?

In response to this question, Wright sums up her opinion – which is shared by Rainier – “Education, education, education.”

Both of these managers, one high rise and the other onsite, insist that staying current and participating in as many specialized courses as possible is key to being successful in whatever specialty you choose. CACM offers a variety of specialty courses – in high rise, large scale, portfolio and active adult – and many of them are part of the Specialty Certificate Program. Think how impressive a Specialty Certificate would be to your board of directors! Learn more at www.cacm.org.

Lori Albert, CCAM, CEO and President of Albert Management, says she would advise managers to hone their personal communication skills and “always respond in a positive manner and be sure to listen before speaking.”

Fisher reminds us that, first and foremost, any community manager should be a people lover. “It is a rewarding industry, and you will meet and work with people from all walks of life,” she says. “If you do not have a passion for people in general and are not customer service minded, then this industry is not for you.”

In summary, it is clear that being successful in this industry involves excellent communication and interpersonal skills, as well as the ability to organize and prioritize. These key areas can spread throughout all specialties and career paths within our industry and should touch every aspect of our jobs.

Sascha Macias is a General Manager in Santa Clarita for FirstService Residential California, LLC. Special thanks to our contributors for sharing their challenges, successes, and advice with the industry:

Lori Albert Albert Management

Nancy Fisher Steward Property Services, Inc.

Greg Rainier Raintree Mutual Corporation

Diana Wright Marquee Park Place HOA

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Call for Writers

Looking for a new way to enhance your professional development, make great connections and earn CEUs?

We are on the hunt for new writers and contributors to join the Vision Editorial Committee. Here's what you can expect:

• Two, one-hour teleconference meetings per quarterly issue. No need to leave the office – just dial in!

Positions are available to both CACM manager and affiliate members. To apply, submit the following to Brenda Teter, Director of Communications, at bteter@cacm.org by April 1, 2014:

• The chance to discuss pertinent industry issues and brainstorm article ideas with a group of experienced colleagues.

• Writing assignments geared toward promoting best practices and enhancing the professionalism of the California community management profession.

Plus, CCAM committee members who attend at least eight meetings and produce two published feature articles per year will earn 2 CEUs.

• A sample of a previously published article (if available) • Answers to the following questions in 250 words or less: 1. Why would you like to join the committee?

2. What ideas and suggestions would you bring to the committee?

3. What benefit are you seeking by joining the committee?

4. Background? Past work and writing experience?